budget-processtimelineThe CRD plays an essential role in helping its citizens and businesses enjoy and contribute to building a region that is vibrant, livable and sustainable. This means ensuring the right level of programs and services are provided by the CRD, at the right cost.

The CRD follows a four-year service and financial planning process to ensure that resources are used efficiently and that services effectively meet the needs of residents, municipalities, electoral areas and First Nations. On an annual and ongoing basis, the CRD monitors, reviews and adjusts its plans to ensure they stay relevant and evolve to reflect changes in the organization's strategic priorities as well as operating environment. Read more >>

2017 Preliminary Budget

The 2017 budget year focuses on investment in the future of the region, while slightly reducing operating costs and maintaining staff levels.

On November 30, 2016 the CRD Board approved the preliminary 2017 Financial Plan. The Board also deferred consideration of the Royal MacPherson budget and directed staff to report back on options following a referral to and response from the City of Victoria.

The preliminary 2017 Financial Plan is subject to change prior to final approval by the Board in March. Feedback sent by email by February 22, 2017 will be correlated and provided to the Board as part of the budget planning process.

Budget Overview

The CRD budget consists of more than 200 individual service and sub-service budgets; some of which are recommended directly through standing committees of the CRD Board, and others which are recommended by sub-regional or local service commissions which have various degrees of delegated authority. The consolidated budget consists of the CRD’s operating and capital expenditures as well as Capital Regional Hospital District and Capital Region Housing Corporation expenditures.

Operating BudgetOperatingConsolidatedBudget

Operating costs pay for the daily business of the CRD. This portion of the budget pays for labour costs, supplies, programs, services and repayment of debt for major projects. Requisition funding and income from fees and service charges, and other grant funding sources fund the operating budget. 

Capital Budget

CapitalConsolidatedBudget

The capital investment is included in an annual plan to sustain and enhance infrastructure in the region. This includes acquisition of buildings, facilities, construction of trails, and upgrades to capital assets, such as water treatment plants and sewers. The CRD continues to collect an average of $20 per average residential household assessment for park acquisition and $1 million to support housing needs.

Service Activity & Investment

The major impacts of the budget are:  

  • The budget continues to support the implementation of core area wastewater treatment by increasing the requisition to $20 million ($5 million increase). This follows a 2013 Board decision to budget for incremental increases to reduce overall interest expense, reduce the ongoing annual debt servicing costs and provide sufficient funding for capital and operating costs. These costs may be collected via tax requisition, user fees or a combination of both as decided by the participating municipality. In the fall of 2016, the CRD Board approved the recommended wastewater treatment project proposal put forward by the Core Area Wastewater Treatment Project Board.
  • Managing natural areas and ensuring access to park and trails through the continued development of the E&N Rail Trail, a new cycling and pedestrian trail largely within the E&N rail corridor. The CRD Board has agreed to borrow up to $6.1 million to complete an additional 2.3 km of trail by 2019, which will provide residents and visitors with a 13.8 km continuous route from Jacklin Road in the rapidly-growing Westshore communities to Victoria. The CRD continues to collect an average of $20 per average residential household assessment for park acquisition.
  • Providing affordable housing through the Regional Housing First Program implementation plan, approved in the fall of 2016. The CRD continues to collect $1 million to support housing needs.
  • $16 million has been included in the budget for a proposed unified 911 call answer and police dispatch centre. A new site is proposed to construct a centre that will meet post-disaster standards and accommodate consolidated services.
  • Renewing and improving drinking water and wastewater infrastructure for the region’s urban centres and local service areas, including the upgrading of the drinking water disinfection plant for the Regional Water Supply System and the $3.6 million Juan de Fuca Water Distribution System extension to Bear Mountain Parkway.
  • Managing wastewater and protecting local watershed and surrounding marine environment through planned upgrades to existing wastewater conveyance and treatment infrastructure for the Core Area, Saanich Peninsula and Electoral Areas.
  • Investigating integrated resource management solutions and exploring the potential for renewable natural gas infrastructure which could position Hartland as a hub for renewable natural gas on Vancouver Island. $10 million has been included provisionally in the capital plan for a potential landfill gas utilization facility.
  • Investing and partnering in the development of health-related infrastructure through the development of The Summit at Quadra Village, a 320 unit complex residential and dementia care facility. Construction of the facility is currently underway.

Financial Indicators

Financial indicators have been developed that relate directly to the CRD and the services provided to the communities in which the CRD operates. Although benchmarking these indicators is difficult due to the varying size and scope of services provided by local governments, the indicators provide insight on trends and measures of organizational and financial performance. Ongoing work on asset management will complement work on financial indicators leading to new policy development with respect to debt management, reserve levels, risk management and facility life cycles. It will also enable a better monitoring of expenditures and capital investments in light of the continued service delivery demands.